Jean Roberts

Hot Topics

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There are three broad management styles:

1.      pro-active management,

2.      re‑active management, and

3.      crisis management.

People with management responsibilities will each have their personal style of doing things.  In the same way, groups with management responsibilities will have a collective style.

It…

Role clarity and individual/team job satisfaction are key factors in achieving and maintaining consistency in operational performance.

Role clarity is a requirement and right for any person employed, contracted, sub-contracted or invited by the Management Group to perform tasks and

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Management is responsible for consistency in operational performance: consistency is dependent upon acceptance of and adherence to a statement of philosophy

The purpose of this Group Activity is to determine whether a statement of philosophy exists, and if so, the

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Management is responsible for consistency in operational performance: consistency is dependent upon adherence to approved policies and procedures for repetitive functions

The purpose of this group activity is to determine whether policy and procedure manuals exist, and if so, the…

Three issues of interest and concern to owner/managers

This article features my responses to three of the issues raised and discussed in working with small and medium business owner/managers – who need to use their knowledge, skills, observations and experience…

Supporting small and medium enterprises (SMEs) – whether commercial or nonprofit

• Jean’s activities during April, May 2010
• Summary of Jean’s Core Business Strategies
• Role of Project Manager in your submission, proposal or tender
• Definitions can ensure clarity and avoid

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For small and medium commercial and nonprofit workplaces, creating a learning environment is both an opportunity and a challenge.  As with on-the-job training and on-the-job mentoring, on-the-job coaching can support such opportunities and challenges.

 Three desired outcomes from on-the-job coaching…

Scenarios provide a rich framework for on-the-job mentoring. 

Using a scenario in a mentoring relationship enables both parties to examine a familiar situation (whether need, problem, challenge or opportunity) from a different perspective.  Examples include changing:

• the ‘people’ factor,

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There is an academic and theoretical definition and use of ‘case study’ and ‘scenario’: however, their application to on-the-job training needs to be loosened substantially to allow a practical discussion on such matters as:

• identifying problems or difficulties
• examining

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These are my brief notes from the very early 1990s – and they are even more relevant today:

Major signs of business failure:

• financial ratios
• lack of cashflow forecasting
• lack of financial information
• creative accounting
• trading irregularities
• non-financial signs:

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